Profile:Match2™
P:M360™ Feedback Report by Psychological Consultancy Ltd. SAMPLE REPORT
Simon Sample [987-1685][20140313133742LJ4246dn][13/03/2014 13:44:28]
© Psychological Consultancy Limited 8 Mount Ephraim, Tunbridge Wells, TN4 8AS Telephone: 01892 559 540
Profile:Match2™
Preface
About P:M360™ In this approach, an individual's self ratings are compared to behavioural ratings by others that they interact with at work: their line manager, their peers, direct report, customers or clients. This all round perspective provides a particularly robust assessment, and a sound basis for reviews, appraisals and particularly for personal development. PROFILE:MATCH™ 360° assessments are based either on the key selected competencies for a role or, taking a broader approach, on a generic set of widely appreciated work related competencies. As the candidate for this assessment, you will have completed two questionnaires. This report is based on your responses to these questionnaires, together with results from questionnaires completed by your various assessors. The first questionnaire you completed was concerned with your competency potential, the extent to which your personality is either an enabling factor in relation to each competency or something that will tend to interfere with performance. This psychometric self-report questionnaire was completed only by you. Its purpose is to provide a comparison between your potential and your performance, a perspective that can make an important contribution to the eventual outcome of the 360° process in terms of your future personal development planning. The second questionnaire that you completed was a 360° behavioural rating questionnaire covering the same set of competencies. The focus in this questinnaire was on your behaviour and the way that you actually perform in relation to each competency. Each of your 360° assessors completed a parallel version of this questionnaire. The feedback in this report should help you to understand how your behaviour is perceived by others and provide the basis for a re-evaluation of your talents and weaknesses, and confirm the behaviour that is most likely to get results. This 360° process can give valuable information on: · any differences that might exist between your perception of your talents at work and how they are perceived by others. · any differences that might exist between the observations of different groups of raters, for example, does your line manager have the same view of you as your direct reports? · the comparison between different raters' views of your performance based on observed behaviour and the estimates of your potential for each of the competencies assessed. The 360° process gives you a great deal of information to work with and a rare opportunity to re-evaluate your performance from this wider basis. It has the potential to contribute to future decisions about deployment, careers and personal development.
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Profile:Match2™
Introduction
Contents Introduction Your raters
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How to use P:M360™
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Competencies assessed
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Part 1 Comparing Ratings Overall profile - the big picture
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All Assessors vs Self
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Managers vs Self
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Peers vs Self
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Direct Reports vs Self
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Part 2 Performance vs Potential Performance vs Potential
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Accounting for performance/potential differences
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Part 3 Your Competency Profiles Persuasive Communication
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Project Management
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Results Orientation
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Problem Solving
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People Management
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Analytic
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Attention to Detail
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Delegating
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Flexibility
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Resilience
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Part 4 Plan your Development Incremental development
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Development resources checklist
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Profile:Match2™
Introduction
Your raters All the raters who answered the P:M360™ questionnaire about you are listed below. Please note that if you selected your own raters, some individuals may have been re-allocated by your Survey Manager, in which case they would appear below in a different group. Manager James Jape Joe Bloggs Lee Liamson Peer Sofie Sample Kerry Dyce Calvin Cole Nancie Newbie Richard Rich Direct report Chris Li
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Profile:Match2™
Introduction
How to use the P:M360™ feedback report STRUCTURE OF THE REPORT This report is divided into a number of sections. INTRODUCTION The introductory pages describe the content of the P:M360™ report and give a brief description of the competencies addressed. PART 1 - COMPARING RATINGS The first part presents a number of graphs depicting the various ratings from each group of assessors as well as an aggregate of all assessors' ratings. Any significant differences are highlighted. PART 2 - PERFORMANCE VS POTENTIAL The second part highlights any notable differences between the rank ordering of the competencies from (a) your own rating of your performance, (b) your self-report assessment of your potential and (c) the overall performance ratings by your raters. PART 3 - YOUR COMPETENCY PROFILES The third section forms the heart of the report and gives the results from the PROFILE:MATCH™ assessment process and the P:M360™ rating process. Implications from the competency potential score are discussed and differences between performance ratings highlighted. PART 4 - PLAN YOUR DEVELOPMENT This section will help you to focus on the most important findings for your future development and give advice on how to set some development objectives for the future. MATCH:UP™ This is an online personal development planning tool. Designed to complement the P:M360™, it offers the opportunity to improve competencies and interpersonal performance, building on the sound foundation of informed self-awareness. There are four parts to the MATCH:UP™ programme: Part 1: Goal Setting Part 2: Strategy Part 3: Clearing the Decks Part 4: Implementation In today's constantly and rapidly changing world, we all face the need to step up to new challenges. MATCH:UP™ provides a unique action plan to harness the most positive aspects of personality and to manage others in accordance with desired development goals. Visit www.psychological-consultancy.com for further details.
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Profile:Match2™
Introduction
Competencies assessed PERSUASIVE COMMUNICATION To communicate effectively with all levels of the organisation and its clients. To be able to disseminate information clearly and in a form appropriate to the recipient. To express ideas or facts in a persuasive and influential manner and to be determined to convince others of one's point of view.
PROJECT MANAGEMENT Being able to take responsibility for projects and to do whatever is necessary to achieve their objectives on time and within budget. Such people will be well organised, attentive to detail, able to set clear deadlines for providers and have the people skills to get the best from participants.
RESULTS ORIENTATION Being able to focus on organisational targets and to think independently about how best to achieve these goals. Such people can motivate others through their 'can do' attitude, often displaying initiative, persistence and optimism.
PROBLEM SOLVING Considering oneself to be capable of delivering solutions to problems, having a good practical understanding of the issues and being innovative. High scorers should be alert to the wider implications and prepared to consider both conventional and unconventional ways to overcome difficulties.
PEOPLE MANAGEMENT Having the ability to manage and motivate others effectively. Striking a balance between being task oriented and people oriented and judging where to draw the line in terms of formality and intimacy. Being prepared to deal with issues of performance and discipline when appropriate.
ANALYTIC Concerned with having a systematic and considered thinking style, this competency requires a rational and logical approach. High scorers will value evidence over opinion, be wary of superficial conclusions and will base decisions on a thorough examination of all relevant factors.
ATTENTION TO DETAIL Having a concern for detail in the planning and execution of tasks. High ratings for this competency identify those that are quick to spot errors and inconsistencies. Such people have a desire for perfection, are particularly detail conscious, have high standards and a deep concern to avoid error.
DELEGATING This competency requires an appreciation of the need to provide people with appropriate challenges, combined with a willingness to 'let go' and to allow them to take personal responsibility. High scorers will recognise the need for clarity about who is responsible to whom and for what.
FLEXIBILITY The ability to adapt to the unexpected and to welcome variety and change in one's work. Having an awareness of the need for change when the established procedures are not working and to welcome the views of others and to be open to advice from a wide range of sources.
RESILIENCE Concerned with being sure of oneself and having a capacity to cope with pressure, set-backs or the unexpected. Such individuals will be even-tempered and generally upbeat and optimistic and take things in their stride.
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Part 1 Comparing Ratings
Profile:Match2™
Overall profile - the big picture
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3 2 1 PERSUASIVE COMMUNICATION
PROJECT MANAGEMENT
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FLEXIBILITY
RESILIENCE
Self Manager
The graph above shows: 1. Your self ratings on all the competencies 2. The average of each assessor group's ratings on all the competencies 3. Your potential, as assessed by the PROFILE:MATCH™ questionnaire, on each of the competencies
Peer Direct Report
Potential vs Performance In the graphic above, your potential ratings are presented by the block graph in the background, indicating the extent to which your personality is likely to have a positive impact on the various competencies being assessed. Your performance ratings are represented by the line graphs. Potential and performance ratings are in a different metric and they cannot be compared directly. However, your potential for each competency will be an important consideration when interpreting these results (See Part 2 for a fuller discussion). ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Part 1 Comparing Ratings
Profile:Match2™
All Assessors vs Self
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3 2 1 PERSUASIVE COMMUNICATION
PROJECT MANAGEMENT
RESULTS ORIENTATION
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ANALYTIC
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Self All Assessors
The graph above shows: 1. Your self ratings on all the competencies 2. The average of All Assessor ratings on all the competencies 3. Your potential, as assessed by the PROFILE:MATCH™ questionnaire, on each of the competencies Significant differences between All Assessors and Self ratings: All Assessors rated you significantly higher on Resilience.
Potential vs Performance In the graphic above, your potential ratings are presented by the block graph in the background, indicating the extent to which your personality is likely to have a positive impact on the various competencies being assessed. Your performance ratings are represented by the line graphs. Potential and performance ratings are in a different metric and they cannot be compared directly. However, your potential for each competency will be an important consideration when interpreting these results (See Part 2 for a fuller discussion). ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Part 1 Comparing Ratings
Profile:Match2™
Managers vs Self
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PROJECT MANAGEMENT
RESULTS ORIENTATION
PROBLEM SOLVING
PEOPLE MANAGEMENT
ANALYTIC
ATTENTION TO DETAIL
DELEGATING
FLEXIBILITY
RESILIENCE
Self Manager 1
The graph above shows: 1. Your self ratings on all the competencies 2. Each individual Manager's ratings on all the competencies 3. Your potential, as assessed by the PROFILE:MATCH™ questionnaire, on each of the competencies
Manager 2 Manager 3
Significant differences between Manager and Self ratings: Manager 1 rated you significantly lower on Persuasive Communication, Project Management, People Management, Flexibility, Analytic. Manager 2 rated you significantly lower on Delegating, Flexibility. Manager 3 rated you significantly higher on Resilience. Manager 3 rated you significantly lower on Persuasive Communication, Delegating, Results Orientation, People Management, Analytic.
Potential vs Performance In the graphic above, your potential ratings are presented by the block graph in the background, indicating the extent to which your personality is likely to have a positive impact on the various competencies being assessed. Your performance ratings are represented by the line graphs. Potential and performance ratings are in a different metric and they cannot be compared directly. However, your potential for each competency will be an important consideration when interpreting these results (See Part 2 for a fuller discussion). ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Part 1 Comparing Ratings
Profile:Match2™
Peers vs Self
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PROJECT MANAGEMENT
RESULTS ORIENTATION
PROBLEM SOLVING
PEOPLE MANAGEMENT
ANALYTIC
ATTENTION TO DETAIL
DELEGATING
FLEXIBILITY
RESILIENCE
Self Peer 1
The graph above shows: 1. Your self ratings on all the competencies 2. Each individual Peer's ratings on all the competencies 3. Your potential, as assessed by the PROFILE:MATCH™ questionnaire, on each of the competencies
Peer 2 Peer 3 Peer 4 Peer 5
Significant differences between Peer and Self ratings: Peer 1 rated you significantly higher on Problem Solving, Resilience. Peer 1 rated you significantly lower on Flexibility. Peer 2 rated you significantly lower on Persuasive Communication, Delegating, Analytic. Peer 3 rated you significantly higher on Project Management, People Management, Flexibility, Problem Solving, Resilience. Peer 4 rated you significantly higher on Resilience. Peer 5 rated you significantly higher on Project Management, Resilience.
Potential vs Performance In the graphic above, your potential ratings are presented by the block graph in the background, indicating the extent to which your personality is likely to have a positive impact on the various competencies being assessed. Your performance ratings are represented by the line graphs. Potential and performance ratings are in a different metric and they cannot be compared directly. However, your potential for each competency will be an important consideration when interpreting these results (See Part 2 for a fuller discussion). ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Part 1 Comparing Ratings
Profile:Match2™
Direct Reports vs Self
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3 2 1 PERSUASIVE COMMUNICATION
PROJECT MANAGEMENT
RESULTS ORIENTATION
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PEOPLE MANAGEMENT
ANALYTIC
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DELEGATING
FLEXIBILITY
RESILIENCE
Self Direct Report 1
The graph above shows: 1. Your self ratings on all the competencies 2. Each individual Direct Report's ratings on all the competencies 3. Your potential, as assessed by the PROFILE:MATCH™ questionnaire, on each of the competencies Significant differences between Direct Report and Self ratings: Direct Report 1 rated you significantly higher on Project Management, Results Orientation, Problem Solving, Resilience, Analytic.
Potential vs Performance In the graphic above, your potential ratings are presented by the block graph in the background, indicating the extent to which your personality is likely to have a positive impact on the various competencies being assessed. Your performance ratings are represented by the line graphs. Potential and performance ratings are in a different metric and they cannot be compared directly. However, your potential for each competency will be an important consideration when interpreting these results (See Part 2 for a fuller discussion). ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Part 2 Performance vs Potential
Profile:Match2™
Performance vs Potential
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In effect, your contribution to this 360° assessment has been to rate yourself in two different ways on the same competencies. Firstly, you completed the self-report PROFILE:MATCH™ questionnaire which produced scores of your potential for each competency (the green bars above), these show the extent to which your personality is likely to facilitate or interfere with that competency. Secondly, you completed the 360° survey, rating your own performance on each competency. In addition to these two self-assessments, each of your assessors has also provided ratings of your performance. The average rating for each assessor group is plotted on the graphic above.
RESILIENCE
Self Manager Peer Direct Report
How to use this information You may find it useful to note any competencies in the table above where there is a ranking difference of more than two and reflect on the reason for this. There is additional information on the next page to help you make sense of any of these significant differences.
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Profile:Match2™
Part 2 Performance vs Potential
Accounting for performance/potential differences Significant differences between performance and potential will often be fruitful areas for personal development, whether you get higher rankings for potential or higher rankings for performance. Performance rated lower than potential Where you have higher rankings for potential it would seem that performance is not reflecting the qualities that should give you an advantage in this area. There are many possible explanations for this and only you are really in a position to consider why this is happening. Consider the following: (a) Is it situational? Are opportunities to shine in this area blocked by other more pressing priorities (yours or the company's), or by others who control that territory due to talent or seniority? [ YES ] [ NO ] [ MAYBE ] (b) Is it motivational? Are there other factors operating to suppress your motivation or desire to succeed in these areas (low employee engagement, lack of ambition, work tensions or other worries)? [ YES ] [ NO ] [ MAYBE ] (c) Although your temperament may be ideal, do your skills and knowledge compare unfavourably with other colleagues or with the norm for the organisation? Could it be that you need to put in some work to make yourself a viable player in this area? [ YES ] [ NO ] [ MAYBE ] (d) Are you simply unaware of your talents and their potential to enhance your career? Perhaps, like many other people, you are taking your exceptional qualities for granted, viewing them as uninteresting because they are so familiar? [ YES ] [ NO ] [ MAYBE ] Performance rated higher than potential In this scenario, it may appear that you are out-performing your abilities and while this may seem paradoxical it is perfectly possible. Again, only you are really in a position to consider why this is happening, For examples of why this might be, consider the following: (a) Have you had the opportunity to build your effectiveness bit by bit over time? Might you be delivering on that competency, but only as it applies in that specific situation? Are you in a situation that is particularly supportive in some way? [ YES ] [ NO ] [ MAYBE ] (b) Are you very self-aware, alert to your shortcomings and able to manage them? Does your self-knowledge help you to restrain less productive behaviours or alert you to the need to find alternative strategies in order to be effective? [ YES ] [ NO ] [ MAYBE ] (c) Is your performance flattered by the relatively poor performance of others? In 360° assessments, you are viewed in the context of local culture and expectations. Ratings will reflect this and, to this extent, they are more relative than absolute. [ YES ] [ NO ] [ MAYBE ] (d) Are you highly ambitious and determined to make the best of every opportunity? Are you so competetive that you work hard to raise your game? Do you think that your performance ratings may be influenced by the fact that you are energetic or high profile? [ YES ] [ NO ] [ MAYBE ]
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Profile:Match2™
Part 3 Your Competency Profiles
Persuasive Communication - definition This competency is concerned with the ability to express oneself well, to influence others and to negotiate effectively. Such people should be articulate and express ideas with clarity as well as having the insight to appreciate the likely impact of different presentation styles on others. High scorers on this competency will be determined to persuade and be able to articulate their viewpoint coherently and convincingly. They will also be attuned to the reactions of an audience and be flexible in adapting to the needs of the moment.
PERSUASIVE COMMUNICATION - POTENTIAL Your potential for Persuasive Communication competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
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YOUR PERSUASIVE COMMUNICATION PROFILE Determined: However sociable you may be, your profile suggests that you are not especially assertive, but neither are you submissive. You should be at least as achievement-oriented as most other people. Although not especially forceful, you are likely to be quite competitive and capable of applying yourself with energy and enthusiasm. Sociable: You are very sociable and should have a strong social presence. Such people are typically seen as talkative and socially confident. You should enjoy the limelight and being the centre of attention and are likely to see yourself as socially skilled and entertaining. You should relish the social dimension of this competency. Original: Persuasiveness benefits from inventiveness and the ability to think flexibly in order to counter unexpected challenges. You will seem bright and interesting. You are capable of viewing issues from a number of perspectives. You have a natural disposition to challenge convention and to consider alternative strategies and solutions. You should enjoy discussing and debating issues, and should be pretty agile and inventive in addressing unexpected points of view. Engaging: You should seem as warm, friendly and approachable as the next person. Although you may not be especially sensitive to interpersonal issues, you should recognise the importance of 'winning hearts and minds', as well as of winning the argument. Nevertheless, you remain in control of your sentiments, give little away and remain purposeful and focused on outcomes.
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Profile:Match2™
Part 3 Your Competency Profiles
Persuasive Communication - performance ratings You have been rated by various colleagues at work on your Persuasive Communication competence. These performance ratings, along with your self-ratings, are shown in the charts below. 4
SELF
RANGE OF RATINGS
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RANGE OF RATINGS
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RANGE OF RATINGS
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MANAGER
RANGE OF RATINGS
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Profile:Match2™
Part 3 Your Competency Profiles
Persuasive Communication - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low average range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your persuasive communication capability which suggests you would be capable of average competence in this area.
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Profile:Match2™
Part 3 Your Competency Profiles
Persuasive Communication - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
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I like to make plans and stick to them.
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I don’t like things to be planned ahead in every detail.
N
3.2
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I don't let others take the credit for my work.
N
3.0
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I have sometimes enjoyed breaking rules.
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2.6
The four LEAST endorsed items 1
I enjoy a good debate.
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2.7
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I am prepared to take more risks than others.
N
2.7
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I have sometimes taken the blame for something that wasn't my fault.
P
2.6
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I have sometimes enjoyed breaking rules.
N
2.6
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
I don’t like things to be planned ahead in every detail.
N
3.4
2
I enjoy a good debate.
N
3.2
3
I am prepared to take more risks than others.
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3.0
4
I don't let others take the credit for my work.
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3.0
The four LEAST endorsed items 1
I usually respect those in authority.
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2.8
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I have sometimes enjoyed breaking rules.
N
2.6
3
I have sometimes taken the blame for something that wasn't my fault.
P
2.4
4
I’m not bothered whether people like what I do.
N
2.0
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
I don’t like things to be planned ahead in every detail.
N
4.0
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I like to make plans and stick to them.
P
4.0
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I am prepared to take more risks than others.
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3.0
4
I have sometimes taken the blame for something that wasn't my fault.
P
3.0
The four LEAST endorsed items 1
I usually respect those in authority.
P
2.0
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I usually do as I am told.
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2.0
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I have sometimes enjoyed breaking rules.
N
1.0
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I’m not bothered whether people like what I do.
N
1.0
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Profile:Match2™
Part 3 Your Competency Profiles
Project Management - definition This competency is concerned with taking responsibility and doing whatever it takes to achieve project objectives; being driven, energetic and keen to test one's skills. People who fit this profile will be calm, reliable and able to work under pressure. They should achieve a balance between being organised and attentive to detail and being flexible enough to cope with snags and complications. Finally they need to be able to complement their focus on task completion with the interpersonal skills required to get the best from a project team.
PROJECT MANAGEMENT - POTENTIAL Your potential for Project Management competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
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YOUR PROJECT MANAGEMENT PROFILE Enterprising: Your scores suggest that you are likely to be as ambitious as most other people. In terms of this competency, you should be as keen to manage a project as most, but would often be comfortable just to be a part of the team. The majority of people fall into this category, striking a balance between being energetic and taking responsibility on the one hand, and being relaxed and easy-going on the other. Organised: You are probably as thorough and as organised as the next person. You should be concerned about quality and detail, without being rigid or uncompromising. You should be prepared to delegate and be flexible enough to adapt to change when required. Calm under pressure: You seem generally composed and consistent in mood. As a project manager, you should deal with setbacks fairly well - neither over-reacting nor unconcerned or unresponsive. Generally such people tend to be even-tempered, but also as anxious or emotional as most other people in pressured situations. Approachable: You seem warm and interested in the feelings of others. You should be just as concerned about the well-being of team members as you are about the requirements of the project and 'getting the job done'. You probably seem generally approachable and easy to deal with in a team situation.
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Profile:Match2™
Part 3 Your Competency Profiles
Project Management - performance ratings You have been rated by various colleagues at work on your Project Management competence. These performance ratings, along with your self-ratings, are shown in the charts below. 5
SELF
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RANGE OF RATINGS
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Profile:Match2™
Part 3 Your Competency Profiles
Project Management - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the average range, is significantly higher than your managers' ,peers and direct reports' These ratings should be viewed alongside the assessment evidence of your project management capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 19
Profile:Match2™
Part 3 Your Competency Profiles
Project Management - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
There is more to life than being the best at something.
N
3.8
2
I am apprehensive about giving talks or presentations.
N
3.4
3
Others would describe me as a dominating person.
P
3.1
4
The content of a job is more important to me than the status.
N
3.0
The four LEAST endorsed items 1
I hate upsetting people.
P
2.7
2
I hate to hurt anybody's feelings.
P
2.4
3
I know how to captivate people.
P
2.0
4
I don’t mind defeating others to secure promotion.
P
1.9
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
There is more to life than being the best at something.
N
4.0
2
The content of a job is more important to me than the status.
N
3.6
3
I am apprehensive about giving talks or presentations.
N
3.4
4
Others would describe me as a dominating person.
P
3.2
The four LEAST endorsed items 1
I am not an easy person to get on with.
N
2.4
2
I know how to captivate people.
P
2.2
3
I hate to hurt anybody's feelings.
P
2.0
4
I don’t mind defeating others to secure promotion.
P
1.6
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
There is more to life than being the best at something.
N
4.0
2
Others would describe me as a dominating person.
P
4.0
3
I hate upsetting people.
P
4.0
4
I am apprehensive about giving talks or presentations.
N
3.0
The four LEAST endorsed items 1
I am apprehensive about giving talks or presentations.
N
3.0
2
I hate to hurt anybody's feelings.
P
2.0
3
I don’t mind defeating others to secure promotion.
P
1.0
4
I am not an easy person to get on with.
N
1.0
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 20
Profile:Match2™
Part 3 Your Competency Profiles
Results Orientation - definition This competency is concerned with performance targets and efficiency and highlights four contributing characteristics. Firstly, the ideal candidates should be task oriented and single minded in their focus on getting the job done. Secondly, they should be independently minded and able to make unpopular decisions when necessary. Thirdly, they need to be assertive, competitive, and persistent in their drive to deliver whatever is required for the business to succeed. And finally, they should be self-confident and have a positive and optimistic 'can do' disposition.
RESULTS ORIENTATION - POTENTIAL Your potential for Results Orientation competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
6
YOUR RESULTS ORIENTATION PROFILE Driven: You are likely to be quite competitive, but you are likely to appear purposeful rather than particularly driven or ambitious. People with this profile probably like the idea of personal advancement, but may not particularly assert themselves or show more initiative than others. You are probably as concerned about efficiency and productivity as most other people, but these are unlikely to be overriding concerns for you. ’Can-do’ conviction: You seem somewhat self-doubting and unsure of yourself. You will probably present yourself very well, but may be susceptible to pressure and feel concerned and anxious. Typically, such people are inclined to be cautious and tend to focus on the hazards rather than the opportunities. These are characteristics that could influence your resilience in the face of setbacks and your capacity to get the job done. Independent minded: You seem to be quite concerned about popularity and to have a strong desire to maintain harmonious relationships. As a result of these concerns, your priorities may sometimes be more interpersonally focused than results-oriented. Whatever your drive and desire for achievement, these characteristics may challenge your capacity for tough personnel decisions. Task Focused: You should come across as quite friendly and approachable, without being especially sensitive on interpersonal matters. People with this profile tend to remain in control of their sentiments, to give little away and to remain purposeful and task focused. You probably consider that good results depend on motivating others and winning them over, as well as on addressing disciplinary issues effectively.
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PAGE 21
Profile:Match2™
Part 3 Your Competency Profiles
Results Orientation - performance ratings You have been rated by various colleagues at work on your Results Orientation competence. These performance ratings, along with your self-ratings, are shown in the charts below. 4
SELF
RANGE OF RATINGS
1
1
1
5
6
7
8
9
10
2
3
4
5
6
7
8
9
10
2
3
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
2
DIRECT REPORT
RANGE OF RATINGS
4
2
PEER
RANGE OF RATINGS
3
2
MANAGER
RANGE OF RATINGS
2
1
2
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 22
Profile:Match2™
Part 3 Your Competency Profiles
Results Orientation - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Do you have the drive to ensure that work goals are attained and results achieved? Does your lack of assertiveness mean that you have talents that go unappreciated and under-utilised? Do you sometimes fail to make an effective contribution because of self-doubts outside your comfort zone? Do you seem pessimistic and easily discouraged in certain situations and as a result dampen the enthusiasm of others? Would your concerns about unpopularity interfere with your focus on results and 'getting the job done'? Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low average range, is significantly higher than your managers' ,peers and direct reports' These ratings should be viewed alongside the assessment evidence of your results orientation capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 23
Profile:Match2™
Part 3 Your Competency Profiles
Results Orientation - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
I am a very private person.
N
3.2
2
Great parties are amongst my best memories.
P
3.1
3
I will do things just to get myself noticed.
P
3.0
4
I don't much care for parties.
N
2.9
The four LEAST endorsed items 1
I don't much care for parties.
N
2.9
2
I don't like crowded events.
N
2.3
3
Events are more exciting being amongst a noisy crowd.
P
2.0
4
I am likely to show off if I get a chance.
P
1.7
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
I enjoy being the centre of attention.
P
3.2
2
I don't much care for parties.
N
3.2
3
Great parties are amongst my best memories.
P
3.0
4
I will do things just to get myself noticed.
P
3.0
The four LEAST endorsed items 1
I don't like crowded events.
N
2.8
2
I will go to a party at every opportunity.
P
2.4
3
Events are more exciting being amongst a noisy crowd.
P
2.2
4
I am likely to show off if I get a chance.
P
1.6
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
I will do things just to get myself noticed.
P
4.0
2
I don't much care for parties.
N
4.0
3
Great parties are amongst my best memories.
P
4.0
4
When I am at a party I talk to lots of different people.
P
3.0
The four LEAST endorsed items 1
Events are more exciting being amongst a noisy crowd.
P
2.0
2
I enjoy being the centre of attention.
P
1.0
3
I don't like crowded events.
N
1.0
4
I am likely to show off if I get a chance.
P
1.0
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PAGE 24
Profile:Match2™
Part 3 Your Competency Profiles
Problem Solving - definition This competency is concerned with delivering effective solutions and having a good practical understanding of issues. High scorers will be imaginative and open to a wide range of ideas and influences and will consider both traditional and innovative options before committing to a solution. They should also be driven and concerned to quickly and successfully resolve any problems for which they have taken responsibility. Finally, high scorers should also have the confidence and self-belief to implement their ideas or put them forward for others to do so.
PROBLEM SOLVING - POTENTIAL Your potential for Problem Solving competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
7
YOUR PROBLEM SOLVING PROFILE Innovative: You will seem imaginative and interested in ideas. You are likely to be viewed as innovative and capable finding solutions to workplace problems. Such people question convention and are capable of considering a range of different scenarios and alternative strategies. Their ideas and solutions should be concerned with the bigger picture, without being so imaginative that they lack practical value. From this point of view, you should have a lot to contribute. Self-confident: You are likely to be self-doubting, rather than confident. The implication for the problem-solving competency is that you may, at times, worry about others being critical or disapproving and may lack the self-confidence to put even good problem-solving ideas forward for consideration. Enthusiastic: You should be as driven and concerned to get things done as most other people. You are probably happy to make a contribution to problem solving, and sometimes to take responsibility for seeing things through to completion. Individuals with a profile like this should be capable of being determined and energetic, but may not always test their limits or persevere in the face of setbacks.
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PAGE 25
Profile:Match2™
Part 3 Your Competency Profiles
Problem Solving - performance ratings You have been rated by various colleagues at work on your Problem Solving competence. These performance ratings, along with your self-ratings, are shown in the charts below. 2
SELF
RANGE OF RATINGS
1
1
1
5
6
7
8
9
10
2
3
4
5
6
7
8
9
10
2
3
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
2
DIRECT REPORT
RANGE OF RATINGS
4
2
PEER
RANGE OF RATINGS
3
2
MANAGER
RANGE OF RATINGS
2
1
2
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 26
Profile:Match2™
Part 3 Your Competency Profiles
Problem Solving - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Might you sometimes lack the confidence to put forward your ideas, even when you have more interesting ideas to offer than those currently on the table? Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your problem solving capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 27
Profile:Match2™
Part 3 Your Competency Profiles
Problem Solving - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
I have a good word for most people.
P
3.8
2
I am very sensitive to other people’s moods.
P
3.6
3
Everybody's opinions deserve consideration.
P
3.6
4
I am very aware of people's weaknesses.
N
3.2
The four LEAST endorsed items 1
I enjoy making others feel welcome and at ease.
P
2.9
2
People come to me for advice about their problems.
P
1.9
3
I enjoy giving guidance and reassurance to others.
P
1.8
4
If someone upsets me I try to get my own back.
N
1.3
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
I am very sensitive to other people’s moods.
P
4.2
2
I have a good word for most people.
P
4.0
3
I am very aware of people's weaknesses.
N
3.6
4
I enjoy making others feel welcome and at ease.
P
3.4
The four LEAST endorsed items 1
If someone is upset I will try to comfort them.
P
1.8
2
People come to me for advice about their problems.
P
1.8
3
If someone upsets me I try to get my own back.
N
1.6
4
I enjoy giving guidance and reassurance to others.
P
1.2
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
I am very sensitive to other people’s moods.
P
4.0
2
I enjoy making others feel welcome and at ease.
P
4.0
3
Everybody's opinions deserve consideration.
P
4.0
4
I have a good word for most people.
P
3.0
The four LEAST endorsed items 1
If someone upsets me I try to get my own back.
N
1.0
2
I am not the sort of person to hold a grudge.
P
1.0
3
I enjoy giving guidance and reassurance to others.
P
1.0
4
People come to me for advice about their problems.
P
1.0
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 28
Profile:Match2™
Part 3 Your Competency Profiles
People Management - definition This competency concerns the ability to manage others in an effective and motivating way. Such people are seen as having integrity and being fair-minded and consistent in their dealings with others. Their effectiveness depends on striking a balance between being task focused and being sufficiently people oriented to be aware of issues and sensitivities. They need to draw the line between formality and informality of approach so that they can deal with issues of performance and discipline, but still enlist the support required to get the job done.
PEOPLE MANAGEMENT - POTENTIAL Your potential for People Management competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
7
YOUR PEOPLE MANAGEMENT PROFILE Assertive: You are likely to be about as energetic and competitive as most other people. You seem to be quite assertive and should be ambitious enough to take on increased responsibility for yourself and for the work of others. You should bring a useful degree of energy to the task of managing staff and motivating them. Composed and Consistent: You are likely to remain as calm and steady as the next person. In relation to your people-management skills, you are likely to be fairly even-tempered when dealing with your colleagues. However, like most other people, on occasion you will outwardly display your feelings and react strongly to events. On Message: With regard to compliance and getting behind the company mission, you seem as conforming as most people. Whatever your management style, you should generally be expected to comply with workplace rules and procedures. In dealing with performance or disciplinary issues you should balance a willingness to listen to grievances with respect for company guidelines and policies. Agreeable: You will seem as warm, sympathetic and approachable as most other people. Your management priorities should find a compromise between being businesslike and focused on the task in hand, and being sensitive and attentive to the concerns of others. Such people are usually able to engage with others at a personal level without becoming so involved that they compromise their focus on the end product.
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PAGE 29
Profile:Match2™
Part 3 Your Competency Profiles
People Management - performance ratings You have been rated by various colleagues at work on your People Management competence. These performance ratings, along with your self-ratings, are shown in the charts below. 3
SELF
RANGE OF RATINGS
1
2
1
2
1
2
6
7
8
9
10
3
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
4
5
6
7
8
9
10
3
DIRECT REPORT
RANGE OF RATINGS
5
3
PEER
RANGE OF RATINGS
4
3
MANAGER
RANGE OF RATINGS
3
1
2
3
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 30
Profile:Match2™
Part 3 Your Competency Profiles
People Management - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your people management capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 31
Profile:Match2™
Part 3 Your Competency Profiles
People Management - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
I don’t like working to a strict timetable.
N
3.9
2
I often jump into things without thinking them through.
N
3.6
3
I often make last-minute plans.
N
3.4
4
I am always careful to stick to the rules.
P
3.1
The four LEAST endorsed items 1
I often try to work around the rules.
N
2.7
2
I enjoy acting on a whim.
N
2.1
3
I always pay my bills on time.
P
2.0
4
I always plan my work carefully.
P
1.9
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
I don’t like working to a strict timetable.
N
4.2
2
I often jump into things without thinking them through.
N
3.8
3
I often make last-minute plans.
N
3.2
4
I often try to work around the rules.
N
3.0
The four LEAST endorsed items 1
I enjoy acting on a whim.
N
2.8
2
Sometimes you have to risk making a rash decision.
N
2.8
3
I always pay my bills on time.
P
1.8
4
I always plan my work carefully.
P
1.6
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
Sometimes you have to risk making a rash decision.
N
4.0
2
I often make last-minute plans.
N
4.0
3
I don’t like working to a strict timetable.
N
4.0
4
I often jump into things without thinking them through.
N
3.0
The four LEAST endorsed items 1
I enjoy acting on a whim.
N
2.0
2
I am always careful to stick to the rules.
P
2.0
3
I always pay my bills on time.
P
1.0
4
I always plan my work carefully.
P
1.0
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 32
Profile:Match2™
Part 3 Your Competency Profiles
Analytic - definition Concerned with having a systematic and considered problem solving style, this competency requires a rational and logical approach to organisational issues. Such people will be wary of superficial conclusions and will want to base decisions on a thorough examination of all relevant information. The ideal candidate will be able to critically evaluate information from various sources and to question the efficacy of different proposals or solutions. They will have a critical and analytical approach coupled with a sound knowledge base and a big picture orientation.
ANALYTIC - POTENTIAL Your potential for Analytic competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
6
YOUR ANALYTIC PROFILE Questioning: Seemingly bright and imaginative, you are likely to be curious and have an enquiring mind. You should be more speculative than most and prepared to challenge accepted traditions and assumptions in your purposeful analytical approach. Imaginative: Since you probably have wide interests and enjoy discussing and thinking about policies and strategies you should be a big-picture person who explores and evaluates the wider implications of problems and solutions, enabling you to bring a higher level of analysis to the debate. Rational: You seem to strike a balance between being influenced by unconventional ideas on the one hand, and on the other hand closing your mind to anything that is not scientifically proven. You are therefore likely to have a respect for logical analysis, but also to be interested in less orthodox ideas. You probably recognise that both science and the arts make important contributions to our understanding, but generally view logical reasoning as of particular importance in most workplace decision-making. Evidence Based: You probably won't spend too much time reading around issues, perhaps preferring to learn through hands-on experience rather than through formal education or training. You may be content to acquire just enough information about an issue, rather than extensive knowledge, and to trust your own intuition or the opinions of others in your vicinity. At times, this approach may mean that your analysis is based on a rather uncertain platform of information.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 33
Profile:Match2™
Part 3 Your Competency Profiles
Analytic - performance ratings You have been rated by various colleagues at work on your Analytic competence. These performance ratings, along with your self-ratings, are shown in the charts below. 3
SELF
RANGE OF RATINGS
1
1
2
1
2
5
6
7
8
9
10
3
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
4
5
6
7
8
9
10
3
DIRECT REPORT
RANGE OF RATINGS
4
2
PEER
RANGE OF RATINGS
3
2
MANAGER
RANGE OF RATINGS
2
1
2
3
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 34
Profile:Match2™
Part 3 Your Competency Profiles
Analytic - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Do you feel that knowledge acquired informally in the workplace is sufficient to keep you abreast of developments in your field? Do you research decisions adequately and prepare sufficiently for events? Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your analytic capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 35
Profile:Match2™
Part 3 Your Competency Profiles
Analytic - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
Few of my friends have any interest in running their own business.
N
2.9
2
I don't watch programmes about business or finance.
N
2.7
3 4 The four LEAST endorsed items 1
Few of my friends have any interest in running their own business.
N
2.9
2
I don't watch programmes about business or finance.
N
2.7
3 4
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
Few of my friends have any interest in running their own business.
N
3.4
2
I don't watch programmes about business or finance.
N
3.2
3 4 The four LEAST endorsed items 1
Few of my friends have any interest in running their own business.
N
3.4
2
I don't watch programmes about business or finance.
N
3.2
3 4
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
I don't watch programmes about business or finance.
N
4.0
2
Few of my friends have any interest in running their own business.
N
3.0
3 4 The four LEAST endorsed items 1
I don't watch programmes about business or finance.
N
4.0
2
Few of my friends have any interest in running their own business.
N
3.0
3 4
ŠPSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 36
Profile:Match2™
Part 3 Your Competency Profiles
Attention to Detail - definition This competency is concerned with being attentive to detail in the planning and the execution of tasks. Individuals who are a good fit with this competency take great care with tasks and have a respect for craftsmanship, for doing things properly and for complying with policies and procedures. They have a single-minded focus on the task in hand and would be quick to spot errors and inconsistencies. Their high standards are rooted in a desire for order and for perfection, and a deep concern to avoid error.
ATTENTION TO DETAIL - POTENTIAL Your potential for Attention to Detail competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
5
YOUR ATTENTION TO DETAIL PROFILE Exacting: You are probably as thorough and as organised as most other people and will probably be concerned about the quality and the detail of your work, but without being a perfectionist. Probably reasonably attentive to detail, you may need to make more effort than most to sustain a consistent level of high performance. Compliant: You will be as compliant as the next person and will generally expect to conform to workplace rules, expectations and procedures. You should be as concerned as most other people about meeting the required standards at work, but some effort and self-discipline may be required for you to achieve consistently high levels of detail and accuracy in your work. Focused: You seem to be imaginative and theoretical, rather than practical and down-to-earth. Such people are more curious and speculative than most, and have a vivid mental life that may at times interfere with concentration. Needs Variety: People with profiles like this usually prefer varied and interesting roles that stimulate the imagination. They can be easily bored and can lose concentration if tasks are narrow and repetitive as well as requiring attention to detail. These characteristics would be expected to detract from your rating on this competency.
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PAGE 37
Profile:Match2™
Part 3 Your Competency Profiles
Attention to Detail - performance ratings You have been rated by various colleagues at work on your Attention to Detail competence. These performance ratings, along with your self-ratings, are shown in the charts below. 4
SELF
RANGE OF RATINGS
1
2
3
1
2
3
1
2
7
8
9
10
5
6
7
8
9
10
4
5
6
7
8
9
10
4
5
6
7
8
9
10
4
3
3
DIRECT REPORT
RANGE OF RATINGS
6
4
PEER
RANGE OF RATINGS
5
4
MANAGER
RANGE OF RATINGS
4
1
2
3
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 38
Profile:Match2™
Part 3 Your Competency Profiles
Attention to Detail - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Do you easily become bored and lack the vigilance and concentration required for close attention to detail over any sustained period? Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low average range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your attention to detail capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 39
Profile:Match2™
Part 3 Your Competency Profiles
Attention to Detail - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
I'm excited about creating something people will pay for.
P
3.6
2
I pay careful attention to my financial affairs.
P
3.3
3
Earning money isn't the most important aspect of a job.
N
3.1
4
I think a lot about my financial future.
P
3.0
The four LEAST endorsed items 1
I can usually find a way to get around the rules.
N
2.7
2
I prefer working for non-profit organisations.
N
2.3
3
I'm not really competitive about financial success.
N
2.3
4
Tradition just gets in the way of progress.
N
2.3
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
Earning money isn't the most important aspect of a job.
N
3.8
2
I'm excited about creating something people will pay for.
P
3.6
3
I pay careful attention to my financial affairs.
P
3.2
4
I think a lot about my financial future.
P
3.0
The four LEAST endorsed items 1
I'm not really competitive about financial success.
N
2.6
2
I can usually find a way to get around the rules.
N
2.6
3
I prefer working for non-profit organisations.
N
2.2
4
Tradition just gets in the way of progress.
N
1.8
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
Earning money isn't the most important aspect of a job.
N
4.0
2
I pay careful attention to my financial affairs.
P
4.0
3
I think a lot about my financial future.
P
3.0
4
I'm excited about creating something people will pay for.
P
3.0
The four LEAST endorsed items 1
Tradition just gets in the way of progress.
N
2.0
2
I'm not really competitive about financial success.
N
1.0
3
I prefer working for non-profit organisations.
N
1.0
4
I often read the business news.
P
1.0
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PAGE 40
Profile:Match2™
Part 3 Your Competency Profiles
Delegating - definition Delegation is a key aspect of talent management, defining the working relationships that distribute responsibilities throughout the organisation. Effective delegation requires that tasks are dealt with by the most suitable individuals available. This may mean letting go of cherished responsibilities and appreciating the capabilities of others and their need to be set appropriate challenges. At an organisational level, this competency recognises that success requires effective talent management and clarity about who is responsible to whom and for what.
DELEGATING - POTENTIAL Your potential for Delegating competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
8
YOUR DELEGATING PROFILE Vigilant: You are probably as thorough and as organised as most people. You will probably be concerned, but not obsessional, about the quality and detail of your work. You should be as happy as most to let go of a project and to delegate responsibilities, relying on others without feeling the need to oversee everything very closely. Procedural: In terms of the procedures and strategies through which responsibilities are delegated, you should generally be as consistent as most other people. It seems you would have some appreciation of the value of policies and procedures and of the importance of clarity in defining the tasks or responsibilities to be delegated. Compliant: People with this profile should usually be respectful of the established organisational structures and policies. However, when delegating and assigning responsibilities they may also appreciate the value of different approaches and the need to reflect changing circumstances. Equitable: You are generally even-tempered and as calm as the next person. You should be consistent and easy to approach. People with this profile should not be easily irritated or disappointed, nor should they be oblivious to the needs and concerns of others. They should be realistic and even-handed in delegating tasks and responsive to subordinates.
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PAGE 41
Profile:Match2™
Part 3 Your Competency Profiles
Delegating - performance ratings You have been rated by various colleagues at work on your Delegating competence. These performance ratings, along with your self-ratings, are shown in the charts below. 3
SELF
RANGE OF RATINGS
1
2
1
2
1
6
7
8
9
10
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
3
2
2
DIRECT REPORT
RANGE OF RATINGS
5
3
PEER
RANGE OF RATINGS
4
3
MANAGER
RANGE OF RATINGS
3
1
2
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 42
Profile:Match2™
Part 3 Your Competency Profiles
Delegating - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your delegating capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 43
Profile:Match2™
Part 3 Your Competency Profiles
Delegating - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
I don’t invest much energy in my work
N
3.6
2
I like to get things done
P
3.2
3
Almost everyone is superstitious to a degree.
N
2.8
4
I don't believe people are influenced by their star sign.
P
2.7
The four LEAST endorsed items 1
I hardly ever sit still
P
2.7
2
I will often think with my heart not with my head.
N
2.4
3
I work hard to achieve my goals
P
1.7
4
I don't let my feelings interfere with my analysis of an issue.
P
1.6
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
Almost everyone is superstitious to a degree.
N
3.4
2
I like to get things done
P
3.2
3
I don’t invest much energy in my work
N
3.2
4
I don't believe people are influenced by their star sign.
P
3.0
The four LEAST endorsed items 1
I hardly ever sit still
P
2.6
2
I will often think with my heart not with my head.
N
2.4
3
I like to take it easy
N
1.8
4
I don't let my feelings interfere with my analysis of an issue.
P
1.4
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
I don't believe people are influenced by their star sign.
P
3.0
2
Almost everyone is superstitious to a degree.
N
3.0
3
I can manage many things at the same time
P
3.0
4
I like to get things done
P
3.0
The four LEAST endorsed items 1
I hardly ever sit still
P
2.0
2
I will often think with my heart not with my head.
N
1.0
3
I don't let my feelings interfere with my analysis of an issue.
P
1.0
4
I work hard to achieve my goals
P
0.0
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PAGE 44
Profile:Match2™
Part 3 Your Competency Profiles
Flexibility - definition This competency is concerned with having the capacity to cope with the unexpected. Candidates receiving a high rating are likely to appreciate when established or traditional approaches no longer work and may be due for review. Such people will recognise the need for re-organisation, whether they are a proponent or are on the receiving end of change. They welcome the views of others and are receptive to learning and to new ideas from a wide range of sources. They have the ability to adapt and welcome variety in their work.
FLEXIBILITY - POTENTIAL Your potential for Flexibility competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
8
YOUR FLEXIBILITY PROFILE Imaginative: Imagination makes a contribution to flexibility through one's curiosity and the vision to consider how things might be different. You are an imaginative person. You will seem bright and interesting and are likely to be viewed as an innovative ideas person. You seem curious, prepared to question established approaches and very flexible about change. Needs Variety: You are likely to have wide interests and to be experience seeking. You may be more easily bored than others, and should view variety and innovation positively. Your need for experience and stimulation would contribute towards your flexibility and ability to initiate or embrace change. Predictable: You will be as prudent and self-controlled as most people. You should be quite organised, reliable and consistent in your behaviour, neither too impulsive nor too fixed in your ways to be flexible. Individualistic: You are likely to recognise the inevitability of change, and that established procedures need to be questioned from time to time. Your flexibility about work arrangements should not be restricted either by conservatism and attachment to existing structure and routines, or by being too non-conformist and individualistic. Resilience: You are generally even-tempered, and likely to remain as calm and steady as the next person in the face of change and uncertainty. You are unlikely to over-react to disappointment or the unexpected, or to be unduly bothered by uncertainty. However, like most other people, you will sometimes respond to alterations in the work routine with a degree of emotion or passion.
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PAGE 45
Profile:Match2™
Part 3 Your Competency Profiles
Flexibility - performance ratings You have been rated by various colleagues at work on your Flexibility competence. These performance ratings, along with your self-ratings, are shown in the charts below. 3
SELF
RANGE OF RATINGS
1
2
1
2
3
1
2
3
6
7
8
9
10
4
5
6
7
8
9
10
4
5
6
7
8
9
10
5
6
7
8
9
10
4
DIRECT REPORT
RANGE OF RATINGS
5
3
PEER
RANGE OF RATINGS
4
3
MANAGER
RANGE OF RATINGS
3
1
2
3
4
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 46
Profile:Match2™
Part 3 Your Competency Profiles
Flexibility - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your flexibility capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 47
Profile:Match2™
Part 3 Your Competency Profiles
Flexibility - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
Most people have some positive qualities.
P
3.6
2
Human progress depends mainly on scientific discovery.
P
3.2
3
I like to do things well.
P
3.1
4
I am quite conscientious.
P
3.1
The four LEAST endorsed items 1
I firmly believe in the power of intuition.
N
2.7
2
I enjoy working through logical problems.
P
2.3
3
You learn more about life from the arts than from the sciences.
N
2.1
4
I sometimes feel awkward.
P
1.6
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
Good decisions about people rely on reason not on empathy.
P
4.2
2
I like to do things well.
P
3.8
3
Most people have some positive qualities.
P
3.4
4
I am quite conscientious.
P
3.0
The four LEAST endorsed items 1
I firmly believe in the power of intuition.
N
2.6
2
I sometimes feel awkward.
P
1.8
3
I enjoy working through logical problems.
P
1.8
4
In human affairs, logic is more valuable than instinct.
P
1.8
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
Most people have some positive qualities.
P
4.0
2
Human progress depends mainly on scientific discovery.
P
4.0
3
I enjoy working through logical problems.
P
4.0
4
I like to do things well.
P
3.0
The four LEAST endorsed items 1
I like to do things well.
P
3.0
2
I firmly believe in the power of intuition.
N
2.0
3
I sometimes feel awkward.
P
1.0
4
In human affairs, logic is more valuable than instinct.
P
1.0
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PAGE 48
Part 3 Your Competency Profiles
Profile:Match2™
Resilience - definition This competency is concerned with coping with stress and remaining calm under pressure. High scorers will be confident and sure of themselves, without seeming arrogant. They will be neither moody nor inclined to take things personally and will discuss contrary views without taking offence. Such people are calm, self-confident and optimistic and have the personal autonomy to deal with issues (including criticism, conflict or abuse) without over-reacting. Such people are appreciated for their stability and their consistency of mood.
RESILIENCE - POTENTIAL Your potential for Resilience competence has been assessed by the PROFILE:MATCH™ assessment system. Your score and its implications are given below.
POTENTIAL
4
YOUR RESILIENCE PROFILE Emotional: Like most other people, you will be prone to display your emotions on occasions. You may even react passionately at times. However, compared to others, you will not seem particularly emotional. Stress Tolerant: It seems that you would not overreact or be easily fazed by events. You should cope with pressure as well as the next person. You are unlikely to make a drama out of a crisis and should be reasonably stress-tolerant. Even-tempered: People with similar profiles to you are comparatively predictable in their moods. Generally, you should be even-tempered and likely to remain as calm and even-tempered as the next person. Self-confident: You will seem somewhat unsure of yourself. Regardless of how well you actually cope, you may often feel self-conscious. This self-doubt and cautious manner will impact on people's perceptions of your self-confidence. Trusting: You seem quite an apprehensive person and may seem rather wary of others and to initially distrust them. You are unlikely to presume that others will take to you and could therefore be more sceptical about other people's reactions than most. Optimistic: You will seem to be more pessimistic than optimistic. You will at times worry about your ability and effectiveness and be anxious that things may not go well. You may be more easily discouraged than most and may seem easily defeated or fatalistic.
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PAGE 49
Profile:Match2™
Part 3 Your Competency Profiles
Resilience - performance ratings You have been rated by various colleagues at work on your Resilience competence. These performance ratings, along with your self-ratings, are shown in the charts below. 3
SELF
RANGE OF RATINGS
1
1
2
1
5
6
7
8
9
10
3
4
5
6
7
8
9
10
2
3
4
5
6
7
8
9
10
3
4
5
6
7
8
9
10
2
DIRECT REPORT
RANGE OF RATINGS
4
3
PEER
RANGE OF RATINGS
3
2
MANAGER
RANGE OF RATINGS
2
1
2
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 50
Profile:Match2™
Part 3 Your Competency Profiles
Resilience - points to consider Below you will find information from a number of sources that you may find helpful when attempting to compile a complete picture of your own competence in this area. The first source 'Points for self-reflection' comes from the assessment of your potential by the PROFILE:MATCH™ assessment system. The second source, 'Discrepancy analysis', describes any significant differences between the various groups of assessors that rated your performance on this competency. This information should be considered alongside what you already know about yourself and you may find it particularly useful to look at those areas where either the assessment of potential, or the ratings do not agree with your own assessment of your competence on this competency. The final source, 'Most and least endorsed items', lists those items that your raters felt were most descriptive of you for this competency. The items that received the highest and lowest ratings are shown along with their average rating score. This analysis is presented for all groups of raters, except Managers. Points for self-reflection The points below relate to your particular score on this competency; you may find it useful to take a moment to consider whether any of these tendencies might be a particular concern for you. Are there occasions when your anxieties and suspicions interfere with your performance? Are you easily discouraged and difficult for others to enthuse and motivate? Discrepancy analysis The points below relate to any significant differences between groups of assessors when rating your performance on this competency. · Your self rating, which is in the low range, is not significantly different to any of the assessor group ratings These ratings should be viewed alongside the assessment evidence of your resilience capability which suggests you would be capable of average competence in this area.
©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
PAGE 51
Profile:Match2™
Part 3 Your Competency Profiles
Resilience - most and least endorsed items Each of the following tables illustrates the way that different groups of raters responded when assessing your performance on this competency. Most and least endorsed items by ALL RATERS The following items attracted the most consistent responses overall. Each item is followed by the average rating, based on all raters responses (omitting only your own responses). The four MOST endorsed items
AVG
1
I would enjoy being in charge of others.
P
3.6
2
I am uncomfortable being the one in the spotlight.
N
3.0
3
I always want to take the lead.
P
3.0
4
I prefer others to make the decisions.
N
2.4
The four LEAST endorsed items 1
I enjoy amusing my friends.
P
2.8
2
Above all, I want to win.
P
2.7
3
People are far too competitive.
N
2.3
4
I don't like having to speak at meetings.
N
1.9
Most and least endorsed items by PEERS The following items attracted the most consistent responses from your peers. The four MOST endorsed items
AVG
1
I would enjoy being in charge of others.
P
3.6
2
I am uncomfortable being the one in the spotlight.
N
3.2
3
I'm nervous about being the centre of attention.
N
3.0
4
I prefer others to make the decisions.
N
2.2
The four LEAST endorsed items 1
I always want to take the lead.
P
2.8
2
People are far too competitive.
N
2.8
3
I prefer others to make the decisions.
N
2.2
4
I don't like having to speak at meetings.
N
1.8
Most and least endorsed items by DIRECT REPORTS The following items attracted the most consistent responses from your direct reports. The four MOST endorsed items
AVG
1
People are far too competitive.
N
4.0
2
Above all, I want to win.
P
4.0
3
I would enjoy being in charge of others.
P
4.0
4
I enjoy amusing my friends.
P
3.0
The four LEAST endorsed items 1
I prefer others to make the decisions.
N
1.0
2
I always want to take the lead.
P
1.0
3
I don't like having to speak at meetings.
N
1.0
4
I know I sometimes seem shy.
N
1.0
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Profile:Match2™
Part 4 Plan Your Development
Incremental development If you want it to be, personal development can be a life long process. Everyone can improve their performance in one way or another and this P:M360™ report will create excellent opportunities for self-reflection and development planning. Your task now is to turn your new self-awareness into clearly defined personal development goals. Initially, these may be defined very broadly but it will help you to monitor progress if you break things down into smaller steps - clearly defined behaviours that can be observed and counted. SUGGESTED INCREMENTAL DEVELOPMENT PROCESS: 1) Identify which competencies you want to improve and set broad goals 2) Define achievable targets - specific behavioural objectives: a) Consider the descriptive text of your profile (part 3) b) Consider any Points for Self-reflection (part 3) c) Read through the Discrepancy Analysis (part 3) d) Consider the Most and Least Endorsed Items (part 3) e) Look at comparisons between self and other group ratings (part 1) f) Consider any consistent ratings (part 1) g) Evaluate differences between your performance and your potential (part 2) 3) Select realistic stratgies that reflect your potential. Are you: a) Exploiting high potential and shooting for the stars? b) Recognising some limitations but ectending your comfort zone? c) Compensating for recognised weaknesses and developing 'work-arounds' ? 4) Plan implementation: a) Set time-lines that are demanding but realistic b) Can you get others to feed back on your performance/improvement? c) If self-monitoring, can you appoint a colleague as mentor? d) Keep things moving, build on success by setting new targets Every personality has its advantages and disadvantages so development is very much a personal issue. The approach adopted here is that there are fundamental aspects of your personality that cannot be changed, but that they can be managed and performance can be continuously improved. Discovering where your greatest assets lie, where your first impulse may undermine your efforts, and how you can become more effective, is an exciting and rewarding process. P:M360™ will help you to set a course towards the realisation of your full capabilities.
EXAMPLE: Derailed by talent - a real world paradox Helen is a confident, extraverted, spontaneous individual whose ability to 'wing-it' is her special talent. It often serves her well when giving presentations or dealing with clients. However, her 360° Feedback made her recognise that spontaneity could be a high-risk strategy. She recognised a need to handle client meetings more consistently and effectively. Her first milestone towards this goal was to set out a game plan for each meeting; specifying exactly what she wished to achieve and identifying where she may need to rein in her impulsiveness. Each meeting was followed by a detailed review of what went on, where she was most effective and where she could have handled things better. In this way a virtuous circle of improvements was initiated. Preparing well but using her spontaneity to good effect in establishing rapport, Helen made better use of her talents while avoiding over reliance on an approach that, on its own,could become a liability. ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540
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Profile:Match2™
Part 4 Plan Your Development
Development resources checklist Your P:M360™ Report provides you with a lot of material on which to base your thoughts and plans for future development. Use the following check-list to ensure that you are considering, or have considered, all the indicators available in this report when considering your personal development plans. PART 1 - variability amongst raters Your self-ratings of performance compared with ratings by each rater group - where are the biggest differences between your self-ratings and the perceptions of others? Remember, these are averaged over the entire group of raters. Discrepancies between performance ratings - do the different groups rate you differently? If they do, can you think why this might be? The consistency of performance ratings - do people within the same group rate you differently? The more consistent they are, the more likely it is that this represents a consistency in the pattern of your behaviour. The range of performance ratings, how extreme are the variations of ratings within each group? PART 2 - potential vs performance Are you performing best in the competencies where you show greatest potential? Are there competencies on which you perform better than expected? PART 3 - each competency in depth Full competency definitions, these remind you exactly what was assessed. Competency ratings. These are indicies of potential. Might your temperament help or hinder you? Passage of description text. Each looks at different aspects of temperament; within each competency which are your strongest/ weakest points? Points for self-reflection. These address issues raised by your questionnaire responses. They may be more relevant to some people than to others, but don't dismiss them out of hand! Discrepancy analyses. These highlight any significant differences between groups of raters. You should consider why your performance might be viewed differently by different groups. Most and least endorsed items. This analysis shows which items your raters felt were most and least descriptive of you. Do peers and direct reports agree? MATCH:UP™ You will find further online help in turning 360° Feedback into an effective and realistic personal development plan on the PROFILE:MATCH™ website. MATCH:UP™ offers a step by step process that turns assessment into action. To get the most out of this report, MATCH:UP™ takes you through an online personal development planning process that encompasses everything from competency selection tips through to managing feedback as you work towards your development goals. Visit www.psychological-consultancy.com for further details.
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